is important . Remaining consistent to the principle during the heat of competition is a struggle for many competitive coaches . In “ The Culture Code ,” Daniel Coyle describes the manager of a high-end restaurant preparing a server for her first solo shift on the floor . “ Okay , the one thing we know about today is that it ’ s not going to go perfectly . I mean , it could , but odds are really , really , high that it won ’ t . So here ’ s how we ’ ll know if you had a good day : If you ask for help 10 times , then we ’ ll know it was good . If you try to do it all alone ... it will be a catastrophe .” Just imagine starting your season or the first game of a rookie player with a statement like that . Can you see what that type of mentality would do for an incoming freshman ? For a veteran in a hitting slump ? For a student-athlete struggling with anxiety or anything else , as they all will throughout their young lives . Can you imagine the safety and increased level of credibility coaches who employ this paradigm would attain ?
For teams to reach their maximum potential , it is imperative that connections are safe to flow efficiently among the players and coaches that compose the team . That free-flowing communication and connection is easier to come by when very little is at stake or things are going well . However , for growth , there must be struggle . It is during those times of struggle and failure that inefficient communication steps in to slow or block the team from performing at its highest potential . When habits of safe and candid connection are not reinforced or appreciated , creating an environment where everyone on the team feels safe to take big , audacious swings on and off the field , will be very hard to accomplish .
THE ENEMY OF GROUPTHINK
Groupthink is the enemy of highperforming team cultures that strive for sustained success . Therefore , great leaders insist on promoting the freedom and tools to question the culture . I feel like this is a major area of growth for a majority of coaches and for the culture of athletic coaching overall .
Often great cultures can almost have a cult-like feel . Researcher and thought leader Adam Grant , in describing the work of Jennifer Chapman and Charles O ’ Reilly , talks about two measurable conditions for culture : crystallization and intensity . As they stand , those conditions are not necessarily good or bad . However , the line between strong culture and a cult can become blurred when our people are not given the voice , vehicle and urging to rethink and challenge the very culture we are a part of .
We have even seen examples of a cult-like enthusiasm within some groups in society , but also within athletic teams . Grant , on a recent episode of the “ Dare to Lead ” podcast , explains that “ most people prefer the comfort of conviction over the discomfort of doubt .” I see coaches stay inside that comfort of conviction all too often . Grant goes on to say this in the same episode : “ One of your core values has to be diversity of thought , and if you want to have crystallization and intensity around hearing dissenting views , creating psychological safety , giving people the freedom to be vulnerable and courageous , and not letting that be a threat to their belonging , then I don ’ t worry as much about you having a strong culture .”
Diversity of thought as a value is not often welcomed in athletics . Oh , we say we value hearing the truth , but our actions are often in direct conflict with that assertion . Furthermore , we are often leading a population of student-athletes less inclined to trust , connect , be authentic and feel safe . Accepting feedback and welcoming diversity of thought has never been more important , or more tied to your longevity as a coach , than it is today . The tools at the end of this chapter will only serve you and your culture if you can commit to being vigilant about creating a space for diversity of thought and uncomfortable conversations — that being uncritical is a requirement for group belonging . In other words , no one should sense they are being excommunicated from the group for having that uncomfortable conversation . This will be hard for all parties at first , but so worth the time and effort for the benefits it will bring to the growth of your team ’ s culture .
IF YOU ’ RE DOING FEEDBACK RIGHT , IT ’ S NEVER DONE
There are questionnaires , phone applications and computer programs that will help you gather formal feedback . However , it is the small , daily connections that can and do impact ideas about failing and performance for teams .
There are many tools available to help you learn how to gain insightful feedback . However , if your players and coaches don ’ t feel safe giving you candid feedback , you won ’ t get it . If the people you lead fear that their belonging with your group will be taken away if they ’ re candid in their feedback , you won ’ t get it . You must be so curious and authentic in your search for the truth about your points of growth that it oozes out of your skin ; if not , there is not one exercise in the world that will help you close the feedback loop . Feedback must be gathered often and with the right spirit , or the feedback loop cannot form . Moreover , this is not an instant or easy component to build with your team , and it ’ s never final . Catmull adds this in “ Creativity Inc .”: “ Earning trust takes time ; there ’ s no shortcut to understanding that we really do rise and fall together . Without vigilant coaching — pulling people aside who didn ’ t speak their minds in a particular meeting , say , or encouraging those who seem eternally hesitant to jump into the fray — our progress could have easily stalled .” The growth of your team ’ s culture depends on this open and honest feedback , and it will stall without your continued vigilance . In the interest of long-term success and your own continued growth , high five the heck out of the courage it takes someone to tell you the candid truth . n
For more :
Managing Your Culture : https :// truenorthsports . net / product / managing-your-culture /
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